Example 1

The Consultancy – The Connor Consulting Group, UK
Their Client - Nortel Enterprise EMEA Directors

To improve productivity within the $900 million, Nortel Enterprise Business by improving the learning and development focus of the employees starting with the 16 Senior Directors spread across Europe.
It was acknowledged that there was no formal development mechanism in place for mature and seasoned Directors of this level looking to move into a Global VP role.
By really investing in people they in return can invest in their own self-development and their direct reports career and succession planning, resulting in an increased zeal to tackle the strategic issues that really matter to the business.

All 16 Directors have a clear self-development plan which focuses on specific actions to improve productivity.  All are acting on these now!

Blocking behaviour which inhibits performance has been identified and accepted by all individuals with a clear action plan to reduce these behaviours.

The process passed the “so what” test.

Four strategic business actions emerged as a result of this project, which are already having a significant, positive impact on productivity.

Improved the effectiveness of Director Cabinet Meetings which now focus more on strategic business issues rather than discussing numbers.

Improved team working across the European region.

Gave the team a common language.

Succession plans in place.  The project has helped the Directors with the succession planning process and they have rolled the project down to the next layer of management with their direct reports.

For more information on The Connor Consultancy and how they use Momentum CPI Performance Profiling, please call Fraser Silvey on
Tel: +44 (0)1628 520553 or email or
www.connor.co.uk

Example 2

Situation:
The Chief Executive of the cosmetics division of Westinger Corp. was under pressure. They were suffering declining market share, falling sales volumes and erosion of margins. Competition was intense. M&A's had created dominant players and advanced technology was overturning accepted thinking and practice. The overall face of the industry was changing daily. The CEO's view was that Westinger could survive and prosper as long as his people were tightly focused and highly committed. He believed his division had the right products and all the experience and expertise necessary to succeed - so what was holding them back? He needed answers quickly.

Momentum CPI application
The CEO initiated a Momentum CPI scan to determine where the managers' actions were accelerating company momentum, sustaining momentum or blocking momentum. In less than 3 weeks he had the first level results, which showed significant levels of momentum blocking behaviour in the Sales and Marketing teams (see chart below). In-depth Momentum CPI analysis showed the probable causes for this behaviour, and some simple realignment of systems and procedures resulted in newly energised, highly effective teams.

Example 3

Situation:
Company A had recently introduced a new set of corporate values - a culture by which they wanted the organisation to live and manage. The HR Director wanted to know where these values had been adopted in the organisation, and to what degree.

Momentum CPI application:
Momentum CPI identified and measured a set of specific behaviours which the Company agreed reflected the corporate values.

The Momentum CPI scan showed precisely where, and to what degree, the desired behaviours were being exhibited. It produced a map showing which divisions, departments and groups were on track and which were lagging behind in applying the values in their work. And it provided precise feedback to each individual manager about his or her current behaviour. On the basis of this information the company was able to initiate actions to reinforce the values where necessary

Example 4

Situation:
Company A had recently acquired Company B, but the managers of A and B were not working well together. Communications were difficult and several projects had started to fail as a result. Company A wanted to achieve synergy as quickly as possible with minimal staff losses.

Momentum CPI Application:
A representative selection of managers from key areas in Company A and Company B completed Momentum CPI questionnaires. Analysis showed that Company A's approach to managing the business was significantly different from Company B's: Company A was focused on results through people; Company B on results through systems. 'A' was focused on creating new, quick ways to improve the product; 'B' on careful stewardship of the brand. But in addition to these key differences, Momentum CPI also identified several areas of potential synergy. Now that the issues and areas of opportunity were clearly defined and firmly 'on the table', the two groups were able to reach a common level of understanding and they worked together to agree a set of shared values.

Example 5

Situation:
Company A's chairman had announced a clear new corporate strategy to meet changing market needs. But frustrations were growing as the various divisions seemed to be struggling to deliver against the new objectives. Time was short and competition was fierce - their window of opportunity was closing rapidly.

Momentum CPI application:
Every manager at levels 1, 2 and 3 went through the Momentum CPI scan. This identified, in a clear and non-threatening way, the gaps between what managers were doing and what they needed to be doing. Analysis showed a dominance of behaviours that reflected attention to detail, an insistence on following the established hierarchical structure, and strong risk aversion. These behaviours reflected the culture of the 'old' company. The new corporate strategy called for higher levels of initiative, greater involvement of people and a willingness to take considered risk and embrace change.

Momentum CPI helped focus and prioritise attention on specific observable and deliverable actions that supported the new corporate strategy. Managers up and down the company were able to make the necessary changes in a smooth and seamless manner with development support as required.

Example 6

Momentum CPI as a Career Counselling Tool
Ron has used Momentum CPI as a regular benchmark throughout his career. He finds it (a) gives him clear, accurate and precise feedback on how he is managing in his current role and (b) what adjustments he needs to make to his behaviour to improve his effectiveness.

Ron had a sparkling career record with an international FMCG company. He headed up their marketing effort in the Iberian Peninsula and established key brands in the marketplace. He then moved to Turkey in a similar role and introduced a core brand which, against all corporate predictions, captured major market share. He then succeeded to the job of MD for Turkey and built a strong team which produced his successor.

His next move was as Managing Director Denmark and, assuming one MD's role to be much like another, did not complete a new Momentum CPI analysis. However there were major differences between the new job and his former job. Denmark was a mature market while Turkey was a growth market; he had selected and groomed his team in Turkey while the team he inherited in Denmark had been in place for a long time; the Turkish team was entrepreneurial, reflecting his own style, and they responded enthusiastically to challenging plans and objectives; the Danish team felt their operation to be in peril and their jobs under threat.

Applying what had been a successful formula for him in Turkey, Ron went about trying to get people excited and energised, giving them challenging targets, delegating as much as possible to them and seeking their ideas and suggestions for change. But instead of an enthusiastic response he came up against a brick wall.

The team in Denmark were demoralised. For the last decade they had presided over a steady decline in sales, market share and profitability; gradually their confidence had been sapped. Many of the more ambitious and energetic people had left and the remainder had the feeling of clinging to a slowly sinking ship. After three months Ron went through an individual Momentum CPI analysis again. What it showed was that he was focusing on the wrong priorities and because he was not getting the results he expected he was falling into the trap of increasingly engaging in negative, momentum blocking behaviours.

This was the wake-up call. The Momentum CPI analysis helped him understand the need for a different set of behavioural priorities. A Momentum CPI scan of his management team allowed him to implement a series of changes that halted the company's decline and begin a turnaround.

Ron has subsequently moved to a different company but he still has an Momentum CPI scan once a year - he says it keep him on track. If you wish to contact him about his experiences with Momentum CPI he would be happy to talk to you. His email address may be obtained on request.